applied neurosciences

Agile, did you say agile? Acquire a new level of agility to manage break-ups.

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Gaining decision-making agility is a prerequisite for developing disruptive strategies. The overconfidence that we credit our mental processes with is now demonstrated (hailed by two Nobel prizes, one in economics, one in psychology). In a context of mutation, our ignorance of cognitive, emotional and mimetic functions is no longer possible. Understanding the impact of our brain skills on our decisions allows us to better measure blindness and the biases it produces.

To escape from the illusion of mastery

ABordering brain complexity, a better understanding of the powerful mechanisms of routine cognitive habits allows us to consider accepting that we are deluding ourselves when we believe we are "objective". The human body with its interconnected brain organ is a complex biological entity, driven by its legacies and learnings. Daniel KAHNENAM and TVERSKY's research in cognitive psychology sheds light on the decision-making biases generated by our brain mechanisms. CHABRIS and SIMONS question the performances we wrongly credit ourselves with and the blindness produced by our attentional systems. Through their explanations, the neurosciences allow us to understand why we cannot change these phenomena through the power of will alone. Once we are aware of the challenge, it is appropriate to adopt strategies for unlearning/learning through rigorous and diversified modalities.

Learn to open your perceptions and direct your attention to new territories...

Opening up to new knowledge is part of the path. Too many scientific, technological and economic innovations assail us to imagine that we will get by without changing our representations of "reality". The story we tell ourselves needs to be revisited, just as we have to change our plans when we get divorced or break up with a lover. This is only possible by looking at the world differently, by using new models-supports for reflection. By integrating a wide diversity of points of view, and by developing new modalities of multi-criteria explorations, based on interacting multi-skills. If we ignore the limits of our "rational" brain, we still underestimate its creative capacities. For example, the complementarities of multiple intelligences, described by GARDNER, the cerebral connectivity developed by creative geniuses, the spaces offered by meditation...offer new resources to explore. Writing a new story means disrupting the old one by opening up to new positive perspectives.

Becoming aware of the role of emotions and the consequences of moods

Our brain is hyper-connected," says Hugues DUFFAU, a renowned neuroscientist. Emotional areas influence all registers of our perceptions and your evaluations. The atmosphere, the moods fluctuating in organizations, color the appreciations of each other. The motivation and energy produced are dependent on the neurobiological system of each individual. If the "reward system" located deep in the brain does not find its way into the adventure, it risks transforming your living resources into a dead body. This makes innovation a laborious process. If happiness at work is a discourse that may lack realism for some, commitment, it is now proven, depends largely on the interaction between the person and his or her environment. If the challenge has value for her, if she finds a way to give or receive signs of recognition, if the atmosphere is positive, she will be smarter, more learning. On the other hand, if the atmosphere is deleterious, if no one ever pays compliments, if they don't know why they are there, they will be less intelligent. And if she is constantly under stress, it can even lead to costly neuronal atrophy.

Reach a new level of disruptive agility, thanks to the confrontation with new models in relational interaction

Take the risk of getting to know each other better so that you can give yourself new leeway. If this promise reminds you of that of shrinks, the novelty is that neuroscience inspires changes in decision-making and managerial practices. Complexity is within us; knowing more about it helps us use its power. Giving ourselves the means to function differently to discover something else. Evolutions of all kinds invite us to a different future. Renovating our representations of the "brain" and drawing the consequences allows us to take decisions differently.
 
 
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